I start with the person doing the work.
Senior Product Manager in Sydney, working on workforce management and payroll at Oahi. I turn complex, high-stakes workflows into products people trust, and I use AI where it removes real work. I started in industrial design, led a team of product designers, and moved into product at Frubana.
I trained as an industrial designer, where the first lesson is that people don’t use products the way you imagine. They use them under pressure, with the wrong tool in hand, in the middle of something else. I’ve carried that into every role since.
I joined Frubana, a Y Combinator 2019 company in Latin America, as a Product Designer. I designed for people who were not used to software: community leaders, warehouse operators, supervisors. Over time I moved into product management. I owned the measurement of the strategies we shipped, automated payroll processes, and had product responsibility across 17 warehouses in three countries while the business grew from roughly $10K to $1M USD in daily sales. I also led and mentored seven designers.
The common thread was never the industry. It was the kind of problem: rules that are hard to get right, users who are not technical, and a mistake that costs real money or real trust. Payroll is the clearest version of that. At Frubana I automated payroll processes; today it is my daily work.
Today I’m Senior Product Manager at Oahi, a workforce management platform. I lead product across payroll, rostering and timesheets, and I’m bringing AI and conversational workflows into the parts of the product where they remove real work. Zero Touch Payroll is the clearest example.
I’m direct about AI. I’m a product manager who puts it into real products and uses it in my own work. I’m not a machine-learning researcher, and I don’t pretend to be. I decide where AI fits the way I decide everything else: what problem, what risk, and how we’ll know it works.
My background shows in how I work. I prototype to test an idea before we build it. I write down the hypothesis and decide whether to pivot or persevere. And I still care a great deal about the screen the user actually sees.
I also hold an MBA from the University of Sydney and a Master of Business Analytics from the University of Wollongong.
I’m based in Sydney with full working rights in Australia, and I’m open to remote roles with US teams.
Career
Bachelor of Industrial Design
Pontificia Universidad Javeriana
How people use products in the real world.
From 2019
Product Designer
Frubana
Product design for non-technical users of a B2B marketplace.
Frubana is a Y Combinator 2019 B2B marketplace in Latin America. I designed for community leaders, warehouse operators and supervisors, and led and mentored a team of seven designers.
Case studies: Tuccan, Smarter Inventory
Product Manager
Frubana
Product roadmap across 17 warehouses in three countries, impact measurement and payroll automation.
I owned the measurement of the strategies we shipped, automated payroll processes, and had product responsibility across 17 warehouses in three countries while the business grew from roughly $10K to $1M USD in daily sales.
Case studies: Designing Engagement
Jan to Aug 2025
Product Lead
Sporthon
Product for an AI platform.
2025 to present
Senior Product Manager
Oahi
Payroll, rostering and timesheets, with AI and conversational workflows.
Oahi is a B2B SaaS workforce management platform. I lead product across payroll, rostering and timesheets.
Case studies: Zero Touch Payroll
How I work
I start with the person doing the work, not the process on paper.
Smarter Inventory. The users were warehouse operators with limited digital literacy, counting stock by hand. I designed for their touchscreens and their routines, not for the spec.
I design around what people already know.
Tuccan. Community leaders ran group buying through WhatsApp and paper lists, so the product borrowed WhatsApp-style patterns instead of asking leaders to learn new ones. The line I kept from that project: it taught me to design around familiarity.
I write the hypothesis down, then let the evidence decide.
Designing Engagement. We ran 24 interviews and put every hypothesis on a board with a pivot or persevere call. Some lost, such as 4 of 10 on the pivot side. I was fine with that. That is what the board was for.
I measure what shipped, not what was planned.
Frubana. Owning impact measurement for the strategies we shipped was part of my product management role, and it is why each case in this portfolio states what changed, not just what we built.